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FDIC IT Strategic Plan i

Federal Deposit Insurance Corporation

Information Technology Strategic Plan

2017 - 2020

FDIC IT Strategic Plan ii

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FDIC IT Strategic Plan iii

Chairman’s Message

For more than 80 years, the FDIC has played an essential role in maintaining the

stability of, and public confidence in, America’s financial system. This system has

become increasingly reliant on technology, with consumers relying on the

convenience and immediacy of online and mobile banking services. As a result,

financial institutions are deploying more technology to address and anticipate

consumer demand, as well as to mitigate cybersecurity risks. The FDIC is evolving as

well, with information technology (IT) playing an increasingly critical role in how we

carry out our mission.

Reliable, up-to-date, and secure IT is essential to our mission. IT facilitates and

streamlines our day-to-day work and allows us to collaborate seamlessly and

securely, both internally and with other agencies, the financial institutions we

supervise, and consumers. The 2017–20 Information Technology Strategic Plan gives

us a clear path toward modernizing our IT services; phasing out legacy systems; and

protecting our people, information, and systems against increasingly sophisticated

threats. Most importantly, this plan ensures that our IT solutions are fully aligned

with the FDIC’s mission to insure deposits, supervise insured institutions, and

resolve failed institutions.

Martin Gruenberg

Chairman

FDIC IT Strategic Plan iv

Vice Chairman’s Message

Thomas Hoenig

Vice Chairman

Effective IT strategies are able to strike a difficult balance between agility and sta-

bility, as well as between accessibility and security. The 2017–20 Information Tech-

nology Strategic Plan achieves this balance by striving for scalable systems and

operations that are both highly responsive and resilient, and recognizing that crit-

ical FDIC information must be readily accessible to the right people and safe-

guarded from those who would compromise our ability to preserve and promote

confidence in the U.S. financial system.

As we implement the IT Strategic Plan, we are committed to improving our ability

to respond to both new IT opportunities and threats; developing innovative, pro-

active measures to mitigate those threats; and anticipating the needs of consum-

ers, financial institutions, and our staff. We recognize that these goals can only be

accomplished through collaboration and a shared responsibility for IT service de-

livery across the FDIC. By achieving the goals in this plan, our IT systems—and the

FDIC itself—will be stronger.

FDIC IT Strategic Plan v

CIO’s Message

I am pleased to present the 2017–20 Information Technology Strategic Plan, which out-

lines deliberate steps to modernize and improve the security of the FDIC’s information

technology infrastructure. This plan will guide our efforts to provide scalable, efficient,

cost-effective technology that enables continuous and secure access to data from any

place at any time.

As responsible stewards of the FDIC budget, we can leverage technology to improve

our productivity and make our operations more cost effective in the long run. We have

already begun making some of these improvements. We have met federal security

requirements for two-factor authentication (i.e., both a Personal Identity Verification

(PIV) card and a Personal Identification Number (PIN) are required to access the net-

work). We have begun deploying new technologies to strengthen security for an in-

creasingly mobile workforce. Additionally, we are very close to our goal of having PIV

cards issued to all eligible FDIC employees and contractors.

The IT Strategic Plan is built on three cross-cutting themes: Collaboration, Resource

Optimization, and Innovation. These themes support the five primary goals of our

plan:

Information Security and Privacy – Ingraining information security and privacy throughout the FDIC to ensure that proac-

tive measures are taken to protect the confidentiality, integrity, and availability of information systems and data in the land-

scape of constantly evolving threats.

Continuity of Operations – Ensuring that the FDIC will continue to perform its functions in all circumstances. New IT solu-

tions will improve cost effectiveness and performance in this area.

Enterprise Mobility – Integrating mobile technology, such as laptops, into work processes. We will look at other mobile so-

lutions to facilitate increased collaboration and productivity among staff.

Information Management and Analytics – Providing the tools for the business to fully leverage our rich data resources to

better manage risk and make data-driven business decisions.

IT Service Delivery – Improving how information technology is delivered throughout the FDIC.

The IT Strategic Plan is data-driven, focuses on FDIC business needs, and is the result of extensive input from FDIC staff over the

past year. I asked all of the Division and Office Directors to review the plan before finalizing it. We will continue this collaboration

as we implement the plan in the coming months and years.

Implementation of this plan will help mature the FDIC’s enterprise architecture as it begins to define the strategic framework for

aligning information resources with business requirements. It will also support governance activities as the achievement of the

goals and themes will require a fuller understanding of FDIC’s current portfolio of systems, applications, and capabilities

Our IT Strategic Plan is thoughtfully designed to address a rapidly evolving IT landscape. The pace of change in the IT world is

accelerating, and we have to keep pace. The threat from sophisticated hackers and cyber-attackers grows every day. Despite

these challenges, I am confident that we can fulfill the goals outlined here. I am proud to lead a group of talented, smart, and

dedicated professionals who, in collaboration with the business, I know will deliver on the vision set out here.

This plan should be seen as a living document. It guides our efforts and helps us prioritize, but is broad enough to enable us to

address new opportunities and challenges as they arise. In that spirit, I encourage anyone at the FDIC to contact me or my staff

with ideas for using IT services and products to enable the FDIC’s business lines to be more efficient and innovative in carrying

out the FDIC’s mission of maintaining the stability of, and public confidence in, the nation's financial system.

Lawrence Gross, Jr.

Chief Information and Privacy

Officer

FDIC IT Strategic Plan vi

Executive Summary

This Information Technology Strategic Plan (ITSP) identifies opportunities for the Federal Deposit Insurance Corpora-

tion (FDIC) to improve internal operations in a world of ever changing technology. The plan identifies five major

goals with supporting objectives designed to improve business capabilities and systems:

Improve information security and privacy protections against cyber threats and data breaches.

Ensure that the IT systems supporting mission essential functions are continuously available and provide deposi-

tors confidence that their funds are readily available in the event of a crisis or bank failure.

Develop mobile technologies that offer opportunities for authorized users of FDIC applications to conduct their

work in new ways and from remote locations.

Create new information management and analysis capabilities to assess risk in support of the FDIC’s supervisory

responsibilities.

Improve service delivery and timely response to new business requirements. New capabilities serve both long-

term institutional improvements, but the FDIC’s readiness in the event of unexpected challenges.

Achieving these goals will significantly improve FDIC operations and the value the FDIC provides to the nation’s fi-

nancial system. New capabilities in cloud computing and changes in physical infrastructure will provide continuous

availability of mission essential functions. Mobile technologies will afford the FDIC flexibility to conduct its work from

different locations in response to changing business situations. New capabilities in analytics will improve FDIC in-

sights into financial institutions and enable the FDIC to be more effective in carrying out its core mission responsibili-

ties.

Three cross-cutting themes — Collaboration, Resource Optimization, and Innovation — are applied across these

goals. These themes ensure that any planned changes encourage engagement between the FDIC business divisions

and the Chief Information Officer Organization (CIOO), optimize resource utilization through solid planning and exe-

cution, and ensure that the FDIC is continuously exploring innovative ways to improve its business.

Furthermore, the activities required to achieve these goals and support these themes will move FDIC enterprise ar-

chitecture and governance processes further along the maturity curve, creating the infrastructure needed for sustain-

able results.

FDIC IT Strategic Plan vii

Table of Contents

Letters from the Chairman, Vice-Chairman, and CIO………………………………………………...………………..iii

Executive Summary............................................................................................................................. ..............................vi

Introduction ........................................................................................................................................................................ 1

FDIC Business Challenges ............................................................................................................................................. 2

IT Landscape ....................................................................................................................................................................... 4

Goals, Objectives, Outcomes, & Strategies ......................................................................................................... 5

Goal 1 Information Security and Privacy .............................................................................................................. 6

Goal 2 Continuity of Operations .............................................................................................................................. 7

Goal 3 Enterprise Mobility .......................................................................................................................................... 8

Goal 4 Information Management and Analytics ................................................................................................ 9

Goal 5 IT Service Delivery......…………………………………………………………………………………………………........10

Themes, Objectives, Outcomes, & Strategies.................................................................................................. 11

Theme 1 Collaboration ............................................................................................................................................. 11

Theme 2 Resource Optimization ........................................................................................................................... 12

Theme 3 Innovation ................................................................................................................................................... 13

Conclusion ........................................................................................................................................................................ 14

Path Forward ................................................................................................................................................................ 14

Governance ................................................................................................................................................................... 15

Appendix A | Glossary ................................................................................................................................................. 16

FDIC IT Strategic Plan 1

To provide scalable, efficient technology that enables

continuous access to data securely from any place at

any time.

FDIC IT VISION

Congress created the FDIC in the Banking Act of 1933 to

maintain stability and public confidence in the nation’s

banking system. The statute provided a federal

government guarantee of deposits in U.S. depository

institutions so that consumers’ funds, within certain limits,

would be safe and available to them in the event of a

financial institution failure. In addition to its role as insurer,

the FDIC is the primary federal regulator of federally

insured state-chartered banks that are not members of the

Federal Reserve System. In this capacity, the FDIC

examines and supervises financial institutions for safety

and soundness and consumer protection. The FDIC also

acts as receiver for insured depository institutions (IDIs)

that fail and has resolution planning responsibilities

(jointly with the Federal Reserve Board) for large and

complex financial companies. The FDIC carries out its

mission through three major programs: insurance,

supervision, and receivership management.

Information Technology (IT) is a key enabler in ensuring

the success of FDIC’s core programs. The FDIC must

ensure that strong security and privacy controls protect

the information used in the course of carrying out its

responsibilities. The FDIC’s IT needs to be scalable and IT

services need to be delivered efficiently and effectively. IT

must be aligned with business needs, including access and

mobility for all authorized users.

Representatives from the CIOO and the FDIC’s business

divisions contributed their insight and knowledge of IT

challenges and opportunities with the anchoring principles

that IT service delivery is secure, affordable, forward-

thinking, and better equips the FDIC to carry out its

mission. This plan is intended to address many of the

foundational issues affecting the cost and quality of IT

services in support of the business. Guidelines laid out in

this plan provide strategic direction, but this document is

not a comprehensive implementation plan. The FDIC's IT

Vision statement summarizes the outcomes this plan

intends to reach.

FDIC Vision

The FDIC is a recognized leader in promoting sound public

policies, addressing risks in the nation's financial system,

and carrying out its insurance, supervisory, consumer

protection, resolution planning, and receivership

management responsibilities.

FDIC Values

The FDIC and its employees have a tradition of

distinguished public service. Six core values guide us in

accomplishing our mission:

Integrity—We adhere to the highest ethical and

professional standards.

Competence—We are a highly skilled, dedicated, and

diverse workforce that is empowered to achieve

outstanding results.

Teamwork—We communicate and collaborate

effectively with one another and with other regulatory

agencies.

Effectiveness—We respond quickly and successfully

to risks in insured depository institutions and the

financial system.

Accountability—We are accountable to each other

and to our stakeholders to operate in a financially

responsible and operationally effective manner.

Fairness—We respect individual viewpoints and treat

one another and our stakeholders with impartiality,

dignity, and trust.

Introduction


The accelerating pace of technological change has

impacted the way the financial industry and federal

agencies achieve their missions. As a result, the FDIC has

an opportunity to examine and move forward with new

foundational ways of delivering IT services.

Information Security

Cybersecurity breaches are a growing threat to

consumers, banks, other businesses, and financial market

utilities, as well as government agencies, including the

FDIC. The FDIC maintains sensitive financial, supervisory,

and personal information in the conduct of its mission.

The FDIC must continue to enhance its responsiveness to

the increasing number of threats to the security, privacy,

and integrity of its large holdings of sensitive data. There

are opportunities to strengthen and merge physical

security with enhanced data security where traditional

authentication is insufficient to keep up with dynamic

threats. This requires strong partnerships between

security and business operations to develop new and

innovative approaches to securing data.

Supervision

The FDIC exercises broad supervisory responsibility for

all IDIs in the United States, although it is the primary

federal supervisor only for state-chartered banks and

savings institutions that are not members of the Federal

Reserve System. The FDIC’s roles as an insurer and

primary supervisor are complementary, and many

activities undertaken by the FDIC support both the

insurance and supervision programs. Through review of

examination reports, use of off-site monitoring tools to

analyze large sets of data, and participation in

examinations conducted by other federal regulators

(either through agreements with these regulators or, in

limited circumstances, under the exercise of the FDIC’s

authority to conduct special (backup) examination

activities), the FDIC regularly monitors potential risks at

all insured institutions, including those for which it is not

the primary federal supervisor. The FDIC also takes into

account supervisory considerations in the exercise of its

authority to review and approve applications for deposit

insurance from new institutions and other applications

from IDIs, regardless of the chartering authority.

The FDIC carries out its supervision programs through a

geographically dispersed workforce and in close

collaboration with other agencies and institutions. The

FDIC's ability to carry out its supervision programs

depends upon the availability of various IT platforms.

Better collaboration through systems, processes, and

tools; systems enhancements; better connectivity; and

increased amounts of secure data storage capacity are

needed to ensure the continued availability and integrity

of these IT platforms.

The FDIC maintains large collections of confidential

supervisory information and data. The FDIC's ability to

carry out its supervision programs depends on the

security and integrity of this information and data.

Enhanced system and database security and protection

of confidential supervisory information are needed to

ensure the security and integrity of this information and

data.

Finally, the FDIC must be able to ensure continuity of

operations to carry out its supervision programs.

Continuity of the supervision program operations is key

to supporting the FDIC's mission of maintaining stability

and public confidence in the nation's financial system,

and its strategic goals of ensuring that FDIC-insured

institutions are safe and sound and consumers' rights are

protected. Infrastructure and business continuity

processes need to be strengthened to ensure the

continuity of the FDIC's supervision programs.

FDIC Business Challenges


Insurance

Deposit insurance is a fundamental component of the

FDIC’s role in maintaining stability and public confidence

in the U.S. financial system. By promoting industry and

consumer awareness of deposit insurance, the FDIC

promotes confidence in banks and savings associations

of all sizes. To keep pace with the evolving banking

industry and sustain its readiness to protect insured

depositors, the FDIC prepares and keeps current

contingency plans that promptly address a variety of IDI

failures and conducts large-scale simulations to test its

plans.

When IDIs fail, the FDIC ensures that the financial

institution’s customers have timely access to their

insured deposits and other services. Continuity of

operations is critical to achieving the FDIC's mission of

maintaining public confidence in the financial system

and its strategic goal of providing depositors with timely

access to insured funds and financial services.

Infrastructure and business continuity processes need to

be strengthened to enable the FDIC to continue to

provide mission essential functions, systems, and

operations without interruption.

The FDIC, in cooperation with the other primary federal

regulators, proactively identifies and evaluates the risk

and financial condition of individual IDIs. It also

identifies broader economic and financial risk factors

that affect all insured institutions. It accomplishes these

objectives through a wide variety of activities, including

the following:

A risk-based deposit insurance assessment system

whereby institutions that pose greater risk to the

Deposit Insurance Fund (DIF) pay higher premiums.

A strong examination and enforcement program.

Collection and publication of detailed banking data

and statistics.

A vigorous research program.

An off-site monitoring system that analyzes and

assesses changes in banking profiles, activities, and

risk factors.

A comprehensive ongoing analysis of the risks in

financial institutions with more than $10 billion in

assets through the Large Insured Depository

Institution Program.

Thorough review of deposit insurance applications

and other applications from IDIs.

Enhanced data collection and analytic capability is

needed to enable the FDIC to keep pace with an

evolving financial industry and to proactively identity

and evaluate risks.

The FDIC also ensures that the public and insured

depository institutions have access to accurate and easily

understood information about federal deposit insurance

coverage. As mobile banking and information sharing

become more prevalent among consumers and the

industry, the FDIC has a need for enhanced mobile

information delivery to ensure easy public accessibility.

Resolutions and Receiverships

When an IDI fails, the FDIC is ordinarily appointed

receiver under the Federal Deposit Insurance Act. In that

capacity, it assumes responsibility for efficiently

recovering the maximum amount possible from the

disposition of the receivership’s assets and the pursuit of

the receivership’s claims. Funds that are collected from

the sale of assets and the disposition of valid claims are

distributed to the receivership’s creditors according to

priorities set by law.

Under the Orderly Liquidation Authority (OLA) of the

Dodd-Frank Act, the FDIC may also be called upon to

resolve the failure of a large, systemically important

financial company. OLA provides a backup authority to

place a failed or failing financial company into an FDIC

receivership process if no viable private-sector

alternative is available to prevent the default of the

company and if a resolution through the bankruptcy

process would have a serious adverse effect on U.S.

financial stability.

To ensure that the resolution of the failure of a large,

complex financial institution could be carried out under

bankruptcy in an orderly manner, the FDIC assesses the

resolution plans submitted by bank holding companies,

other covered companies, and IDIs. These plans must be

able to be transmitted through the FDIC's secure

communication channel with financial institutions and

must be maintained in a secure environment.

FDIC Business Challenges


Research was conducted across agencies, other financial

regulators, and the financial and banking industry, to

find operational, economic, and technological trends

that drive the way IT services are delivered.

Emerging Technologies

Three major emerging technologies will change how IT

enables businesses cross-industry: mobility, cloud

technology, and data analytics. These three technologies

have become a major government IT focus as agencies

modernize and enhance IT capabilities.

Mobility. Research has shown that agencies moving

toward mobility have reduced costs, engaged the public

better, and enhanced flexibility for staff. Mobile

applications help organizations become more efficient

and enable real time access to data. Additionally,

pervasive public mobile device adoption is an

opportunity for government and industry services to

become more accessible to authorized users.

Cloud Technology. The emergence and adoption of

cloud technology has forced cross-industry reevaluation

of how IT supports business functions. Cloud technology

enables continuous availability of services, scalable

computing power and storage, and long-term cost

reduction because users pay for only the capacity that is

actually used. This is a shift from traditional

infrastructure and services that are subject to the

challenge of trying to estimate usage before it occurs,

which increases cost regardless of actual usage and

provides limited scalability. To better enable federal

agencies to leverage the benefits of cloud technology,

the General Services Administration (GSA) established

the Federal Risk and Authorization Management

Program (FedRAMP) in 2011 to provide a standardized

approach to security assessment, authorization, and

continuous monitoring for cloud products and services

for federal agency use. Agencies and businesses

continue to move, build, and buy applications, systems,

and infrastructure in the cloud. Vendor owned and

operated infrastructure has also increased in use as

agencies continue to move toward shared or managed

services, which frees up resources to be redistributed as

priorities change.

Data Analytics. Increased data analytic capabilities are a

continued focus not only across federal agencies, but

cross-industry, as organizations recognize data can be

better collected, categorized, analyzed for decision-

making, and published.

IT Service Delivery

Today, annual federal IT budgets continue to spend

more on operations and maintenance of current IT

capabilities leaving less to mitigate the critical risks of

technological obsolescence and to develop new and

enhanced IT applications. IT organizations must take a

critical look at the cost of operating and maintaining

their existing IT infrastructures and legacy application

systems and seek opportunities to improve efficiency

through the implementation of new or enhanced

capabilities. This is causing many agencies to consider

newer operating models, such as shared or managed IT

services, to reduce the costs of ongoing operations and

maintenance and free up additional resources.

Portfolio management challenges continue to exist.

These include the immediate need to address the

performance shortcomings or deficiencies of existing

applications before attention can be given to concerns

about technology obsolescence and application

modernization. In some cases, this may involve the

replacement of current applications with modular

solutions in a shared services environment. Clear criteria

and repeatable processes are required to assign priority

for these actions consistent with available resources.

In many cases, traditional development and delivery

techniques are being replaced with rapid

experimentation and capability delivery. Incremental

development lowers upfront costs and provides more

opportunities to introduce innovation with each

successive release of an application.

IT Landscape


This plan identifies five goals and three cross-cutting themes. Each goal presents an opportunity to improve how FDIC

conducts its business through new IT capabilities. As FDIC addresses each goal, these three themes provide the foundation

for implementation. The following pages provide more detail on the objectives identified to achieve these goals.

Goals & Themes


DESCRIPTION

The FDIC receives and works with sensitive information including

nonpublic supervisory information and Personally Identifiable

Information (PII) that must be kept secure and private, despite a

landscape of constantly evolving threats. Information security

contributes to achieving the other four goals by providing

assurances that information can be shared and used

appropriately by authorized persons.

OBJECTIVE 1.1

Use multi-factor authentication (MFA) to provide higher

levels of assurance when accessing FDIC systems

The FDIC will require multi-factor authentication to access end-

user devices and its computer systems as one approach for

achieving comprehensive information security and privacy. The

FDIC will provide Personal Identity Verification (PIV) cards and

passwords to authorized users as a primary means to

authenticate access to FDIC systems. Authorized external users

will use other methods for MFA.

OBJECTIVE 1.2

Address emerging regulatory requirements, technology

advancements, and the risks associated with new and

evolving threats

In addition to adopting MFA, the FDIC will adhere to internal and

external requirements such as the Federal Information Security

Modernization Act (FISMA), Privacy Act, and the National

Institute of Standards and Technology (NIST) Cybersecurity

Framework. All new and existing contracts, when applicable, will

also require service providers comply with these requirements.

The FDIC will monitor requirements as they evolve and develop

proactive responses. Technologies such as Data Loss Prevention

(DLP) will improve the FDIC’s ability to detect and respond to

emerging threats. For new capabilities, security and privacy risks

will be evaluated at a project’s inception. Evaluating security and

privacy risks will be a key factor in decisions to move applications

to the cloud.

OBJECTIVE 1.3

Safeguard information wherever it resides, providing

security and privacy protections commensurate with its

sensitivity

The FDIC will assign safeguarding requirements to information

according to its sensitivity and risk. Data owners will approve

requirements for storage and use. The FDIC will explore

technologies that can improve the FDIC’s ability to protect

sensitive data from unauthorized sharing as it travels outside the

FDIC’s security perimeter. The FDIC will assess and update

security and privacy solutions as business needs change.

OBJECTIVE 1.4

Ensure that authorized users understand, accept, and follow

security and privacy responsibilities

All FDIC employees, contractors, outsourced service providers,

financial institutions, and other federal agencies, will complete

security awareness training commensurate with their

responsibilities. Through partnership with Human Resources,

activities will lead to improved personal accountability for

security and privacy. Regular communications will raise security

and privacy awareness and reinforce individuals’ safeguarding

responsibilities.

OUTCOME

Data and information systems are secure; confidentiality,

integrity, and availability are maintained by people,

processes, and technology

Goal 1 Information Security & Privacy Information security and privacy are ingrained in FDIC

culture ensuring IT solutions are secure by design and

cyber risks are well-understood, managed, and

minimized in accordance with business needs


DESCRIPTION

The FDIC performs a vital function maintaining stability and

public confidence in the nation's financial system. Authorized

users require secure access to information and IT systems in

order to continue with their responsibilities even as events may

affect normal business activities. The FDIC will ensure that

individuals can access information securely and deliver essential

services without major disruption. Legacy applications will be

evaluated seeking to reduce the number of systems in the IT

portfolio.

OBJECTIVE 2.1

Ensure continuous availability of mission essential services

In accordance with Presidential Policy Directive 40, National

Continuity Policy, the FDIC will focus first on services that

support mission essential functions (MEFs) and relocate these to

a secure location. New procedures and capabilities will be

developed to ensure continuous availability of MEFs.

Subsequently, the FDIC will migrate commodity IT services to

shared-service providers. End users will experience improved

availability of essential IT systems.

OBJECTIVE 2.2

Mitigate the enterprise risk associated with data center

geographic location

The FDIC will continually review and assess critical FDIC IT

applications, systems and communications systems needed to

sustain operations. The FDIC will migrate its primary and back-up

data centers to geographically dispersed locations to provide

continuity of operations to counter any local or regional adverse

events. The FDIC will procure data center support with the

appropriate tier of services and security to operate business

functions that are not ready to operate in a cloud environment.

MEFs will be the first to transition to this new environment with

all remaining functions to follow.

OBJECTIVE 2.3

Evaluate safe, secure cloud computing options

Consistent with Federal “Cloud First” policy, the FDIC will

evaluate safe, secure cloud computing options before making

any new investments. As appropriate, new applications will be

developed to realize the benefits of cloud-computing. MEFs will

scale to meet variable demand.

OBJECTIVE 2.4

Reduce reliance on legacy applications

The FDIC will review and analyze its portfolio and consider the

best approaches for providing IT capabilities. Business functions

and their supporting infrastructure will be evaluated to

determine their disposition for cloud migration, maintaining

status quo, or scheduling for retirement. IT staff across the FDIC

will seek to retire applications that are high cost/low value and

no longer meet a business need. Systems and components that

cannot be appropriately protected or secured will be given a

high priority for upgrade, replacement, or retirement.

OUTCOME

Continuous availability of FDIC IT functions with

strengthened data security

Goal 2 Continuity of Operations

FDIC IT services are continuously available

consistent with federal regulatory and internal

operational requirements


DESCRIPTION

Mobile technologies allow authorized users of FDIC applications

to conduct their work in new ways that improve efficiency and

increase flexibility. The CIOO and business divisions will work

together to determine how best to use mobile technologies to

serve business needs.

OBJECTIVE 3.1

Ensure adequate network connectivity is available in all FDIC

facilities and financial institutions

The FDIC’s future mobile workforce operating model will address

network connectivity needs for different categories of users. FDIC

facilities will be equipped to enable authorized users to connect

to secure FDIC networks wirelessly. The FDIC will improve

authorized user capability to connect securely from bank sites in

support of financial institution supervision and receivership

management.

OBJECTIVE 3.2

Provide FDIC authorized users with the capability to work in

a mobile environment

The FDIC will provide authorized users with multiple ways to

connect to its network securely, including wireless options that

use mobile devices and applications. The FDIC will analyze

alternatives for providing acceptable mobile endpoint devices,

recognizing that authorized external users will have access to

FDIC systems, but will not be provisioned with FDIC devices.

Mobile Device Management (MDM) will provide assurance that

mobile devices are monitored, managed, and meet all technical

and security requirements. The FDIC will ensure that IT policies

remain current with acceptable mobile device use.

OBJECTIVE 3.3

Optimize necessary applications to work on mobile devices

The FDIC will modernize current applications deemed necessary

for conducting business in a mobile environment. Application

owners in consultation with developers will assess the level of

mobility required for any new application and will design and

develop it accordingly. Application development standards will

ensure applications can be supported and maintained. Ongoing

application development will be informed by “mobile first”

software standards that include device platform independence.

OUTCOME

FDIC authorized users can access information and perform

work duties securely from any location at any time

Goal 3 Enterprise Mobility

Devices and applications enable authorized users to

conduct their business securely with the FDIC from

any location


DESCRIPTION

As the financial system grows increasingly complex, The FDIC

needs new capabilities to store and analyze large data sets that

lead to the ability to make well-informed, evidence-based

decisions. Using authoritative data requires improvements in

stewardship, access controls, and management of structured and

unstructured information.

OBJECTIVE 4.1

Further enable seamless data access, sharing, and integration

The FDIC will continue to develop, expand, and mature a high-

quality, shareable, centrally managed Enterprise Data Warehouse

(EDW) to support corporate reporting, analysis, and application

development led by business divisions. Corporate reporting data

assets will be consolidated in the EDW for access through secure,

self-service capabilities. The FDIC will create standardized,

enterprise-wide application programming interfaces (APIs) for all

FDIC data subject areas to enable systems and users to securely

access authoritative FDIC data sets. Programs will apply standard

data architecture elements to facilitate sharing. The FDIC will

create a centralized data security model to minimize the amount

of data necessary to be stored on endpoint devices, reducing the

risk of data loss.

OBJECTIVE 4.2

Mature enterprise information management capabilities

The FDIC will align its target enterprise data architecture with

industry best practices and Corporate objectives to enable data

access, sharing, and integration. The development,

communication, and execution of an information management

strategy and roadmap will facilitate the maturing of the FDIC’s

information management capabilities. Developing an enterprise

information governance framework will provide a forum for

consistent and transparent decision-making.

OBJECTIVE 4.3

Create analytic capabilities to respond to emerging business

scenarios

The FDIC will develop capabilities to analyze large data sets and

unstructured information sources that have not traditionally

been available for analytical research. Developing new

competencies in data architecture, data analysis, and data

visualization will require targeted training and hiring. Playbooks

for managing and querying large, complex data sets will be

developed.

OBJECTIVE 4.4

Use data analysis and visualization tools to inform and

support decisions

By increasing data analysis collaboration across the FDIC, the

FDIC will better leverage tools and information available to

support decision-making. Expanding that collaboration to

partnerships with external authorized users via a data analysis

environment can further enhance the FDIC's analytic capabilities.

New tools will further advance the FDIC's ability to visualize and

communicate information and its implications. Internal

capabilities will be advanced through workshops and other

information exchanges.

OUTCOME

Data available for decision-making is well-described,

properly classified, and centrally managed

Goal 4 Information Management and Analytics FDIC authorized users have access to

authoritative data and information that support

improved operations and decision-making


DESCRIPTION

The FDIC will provide IT services that are responsive to business

needs. Processes will be streamlined and standards developed to

speed up time to market. Service providers are committed to

continuously improving quality and customer satisfaction.

OBJECTIVE 5.1

Deliver scalable IT capabilities more rapidly to respond to

business needs

Integrated project teams will ensure that projects take into

account multiple perspectives throughout the systems

development lifecycle. The FDIC will regularly engage IT service

providers in discussions of technology advancements and

innovations to ensure that capabilities keep pace. Project teams

will take advantage of the benefits of developing standard

deployments that result in a simpler IT environment and allow

scalability of delivered functionality. The CIOO will regularly meet

with development teams across the CIOO and the divisions to

identify opportunities for improved efficiency during the

development process. The FDIC will foster and leverage existing

resources and expertise within the divisions, making sure that

more local control is afforded to business units, as appropriate,

to rapidly develop IT capabilities.

OBJECTIVE 5.2

Increase the cost-effectiveness of Information Technology

service delivery

The FDIC will update governance processes to streamline

documentation and review requirements in proportion to a

project’s risk. New requirements for systems development will be

scalable to project risk and allow for more agile development. IT

costs will be accounted for in a standardized manner to allow for

benchmarking and improved contracting strategies. Planning,

prioritization, and processes will be standardized, simplified, and

automated. Programs will use standard deployments resulting in

a simpler, easier-to-maintain IT environment. Many project

management and development tasks will become electronic and

automated.

OBJECTIVE 5.3

Implement performance management to improve quality

The FDIC will define and apply FDIC-wide measures for IT service

quality while leveraging industry benchmarks where feasible. IT

service delivery will move closer to, and be aligned with, business

activities. An enterprise-level Program Management Office

(PMO) will track performance across the CIOO and the divisions

to identify opportunities for improvement in service delivery.

CIOO will collaborate with the divisions to develop an IT human

capital competency model to identify gaps and recommend

training, work experience, and recruiting opportunities. The FDIC

will conduct a review of its IT development outsourcing strategy

and implement major changes to contracting vehicles to reduce

project start-up times and maintenance costs.

OBJECTIVE 5.4

Integrate and align Information Technology services with the

FDIC Enterprise Architecture

A modernized and published Enterprise Architecture will inform

all IT development. The CIOO will inform project managers of the

Enterprise Architecture standards and requirements to make the

entire IT portfolio easier to operate and maintain. Governance

will provide risk-based architecture reviews. Integrated Project

Teams with Enterprise Architecture representation will guide

decisions throughout project lifecycle.

OUTCOME

IT solutions are delivered in a manner that is cost-effective

and responsive to business needs

Goal 5 IT Service Delivery

FDIC IT professionals provide high quality, cost-

effective services and support


DESCRIPTION

Teamwork is one of the FDIC’s core values and it extends into its

information technology approach. Strategic goals focused on

improved information analytics and service delivery require the

FDIC to rethink how business and IT share knowledge and work

together.

OBJECTIVE T1.1

Engage business stakeholders as partners

The CIOO and divisions will establish a partnership framework

that supports collaboration. The relationship will be further

strengthened by clearly communicating roles on cross-functional

teams and creating opportunities for staff to partake in cross-

division activities. The CIOO will also institutionalize a customer

relationship management (CRM) program. The role and

responsibility of business liaisons in IT service delivery will be

increased.

OBJECTIVE T1.2

Incorporate feedback continuously to facilitate improved

customer experience

The FDIC will document and encourage the use of best practices

and lessons learned in the course of IT service delivery. Project

Managers will apply best practices and lessons learned and

demonstrate how these improved results. The CIOO will seek

ongoing feedback from business stakeholders. CIOO will provide

responses to submitted recommendations and explain reasoning

for its decisions.

OBJECTIVE T1.3

Institutionalize ongoing communication at all levels to help

foster a collaborative environment

To further build communication, the FDIC will establish processes

that encourage information sharing throughout the organization

and consultation with business partners. Participants on cross-

functional teams will know their roles and responsibilities and

expected level of contribution. IT professionals will provide

alternative solutions to business partners and explain the value

and risks of each choice. Individuals will have the opportunity to

contribute their knowledge and expertise to decision-makers.

OBJECTIVE T1.4

Improve staff capabilities to better support business IT needs

The FDIC will increase its web and remote training offerings to

further develop IT staff capabilities to elicit and respond to

business-focused IT requirements. The FDIC will also provide

education and training opportunities to improve IT staff

understanding of current and emerging business processes.

OBJECTIVE T1.5

Enable secure collaboration with external FDIC stakeholders

In addition to cultivating collaboration within the FDIC, the CIOO

and its business partners will work together to implement

policies and solutions to facilitate secure collaboration with

external organizations, such as financial institutions and other

regulators, in support of the FDIC’s mission. The FDIC will

develop communications channels to financial institutions, other

financial regulatory agencies, and other stakeholders to gather

their input on IT capability gaps and opportunities to improve

how the FDIC conducts its work.

OUTCOME

Business and IT staff work as partners in creating and

maintaining IT capabilities

Theme 1 Collaboration

Stakeholders share responsibility for IT service

delivery, relying on strong communication and

trust


DESCRIPTION

IT portfolio decisions will be based upon cost and contribution

that each investment makes to the FDIC mission. The FDIC will

continuously evaluate existing investments to identify

opportunities to lower costs while maintaining quality. New

investments will be scrutinized at the beginning to identify

reliable estimates for development and operating costs.

Resource-estimating capabilities are critical as the FDIC will need

to make trade-offs between current investments and new ones

required to achieve the goals described in this strategy.

OBJECTIVE T2.1

Refocus policies and processes for resource planning,

acquisition, and project management

The FDIC will develop internal standards and procedures for

periodic planning and IT portfolio management. These will

provide the opportunity to look across the enterprise, identify

opportunities to pool resources, and eliminate redundancies.

Governance authorities will apply evaluation criteria and voting

processes that aid in selecting IT investments that support the

FDIC’s priorities. Lessons learned from these activities will be

captured and integrated into successive enterprise planning

cycles.

OBJECTIVE T2.2

Streamline governance and oversight to address information

technology investments and operations throughout their

lifecycle

The Capital Investment Review Committee (CIRC), Chief

Information Officers Council (CIOC), and other governance

boards will be reviewed and updated, as appropriate, to provide

a coordinated decision-making process. Governance will address

both capital investment and technical conformance. Governance

will be streamlined and focused on enabling development of IT

capabilities and modernizing the FDIC’s IT portfolio. The

enterprise PMO will provide guidance, standards, and evaluation.

OBJECTIVE T2.3

Create transparency of IT costs and performance to improve

portfolio management

The FDIC will have the capability to identify and manage its IT

portfolio. Investments will be organized by the FDIC’s Capability

Model. The FDIC will follow standard cost accounting methods to

allow comparison across the enterprise. Project managers will

know the time and expenses and have resources to benchmark

their performance against industry standards.

OBJECTIVE T2.4

Enhance vendor management to ensure delivery of value to

the FDIC and its external stakeholders

Processes for IT development, operations, and maintenance will

be documented, standardized and improved. The FDIC will have

the ability to define demand capacity and communicate when

work requests can be addressed. The FDIC will have the ability to

evaluate contracting strategies and make changes to ensure

contracts deliver best value.

OUTCOME

IT investments are driven by a portfolio view of IT work built

on business needs and effective communications with sound

financial and program management

Theme 2 Resource Optimization Costs are minimized and well-understood, policies

and procedures are current, and work is identified,

prioritized, managed, and communicated with

relevant business partners


DESCRIPTION

Successful investments in mobile technologies, cloud computing,

and advanced analytics depend on an environment that supports

a structured and thoughtful approach to experimentation and

measured risk-taking. Service delivery improvements are

achieved through engagement and iteration. New development

environments can encourage business and IT to collaborate in

new ways and result in better services in support of the FDIC

mission.

OBJECTIVE T3.1

Institutionalize management practices and processes that

support innovation

Developing incremental project scopes and budgets while using

agile development methods encourages programs to experiment

with innovative ideas. Acquisition strategy will be adjusted to

free project managers from managing large, long-term

investments that discourage risk-taking and innovation.

Governance processes will encourage smaller scale start-up

projects that allow for broader-focused hypothesis testing.

OBJECTIVE T3.2

Implement new solutions that are responsive to business

change, and create an environment (people, processes, and

technology) that encourages and fosters IT innovation

The FDIC will provide opportunities for staff to opt into

innovation teams. Interested staff will explore development

opportunities to build the necessary competencies to participate

in innovation activities. Internal networking and knowledge

exchange events will allow business and CIOO staff to share

ideas and explore new capabilities. Targeted hiring will expand

the capacity for research. The FDIC will develop standard

procedures and tools that help teams define their hypothesis,

develop a test protocol, develop a project plan, and gather

results. Performance will be based on how well lessons learned

are incorporated and how these inform future decision-making.

OUTCOME

Business-driven technological innovations are continuously

developed and adapted by being allowed to fail early and

adapt quickly to deliver new functionality

Theme 3 Innovation

Transformative ideas are introduced that generate

interaction, experimentation, and new IT

capabilities


This plan gives the FDIC a clear path forward to ensure

that our information resources are aligned with business

requirements. The FDIC recognizes that the goals and

themes in this plan represent a change in the FDIC’s IT

capabilities. Achievement of these goals may require

organizational and operational changes to the CIO

organization, governance processes, and the role

business divisions play in IT capability development and

operation. This strategic plan provides direction for

those changes. Industry-recommended best practices of

investment prioritization, roadmaps, and implementation

sequencing will inform when actions start and who plays

a role. The FDIC will develop practices to review progress

and performance in conjunction with the FDIC’s annual

performance planning process.

Specifically, the FDIC will consider undertaking the

following steps at the initiation of the strategic plan:

Streamline, supplement, or develop new IT-

governance capabilities to support high-

level planning and monitoring of current

investment performance, as necessary.

Further define the current enterprise

portfolio of IT investments and establish

criteria for prioritizing new capabilities.

Study alternatives and evaluate cost/benefit

of current and proposed investments.

Estimate the FDIC’s capacity for supporting

new IT projects to inform its annual planning

process.

Ensure strategies supporting this plan align

with the objectives stated in the FDIC

strategic plan and other relevant planning

documents.

Monitor strategic plan implementation,

report performance, and adjust strategies, as

necessary.

The FDIC has the opportunity to review its IT governance

structures and capabilities and mature them to

effectively provide direction and monitor existing and

new investments. Any new, streamlined, or

supplemented governance structure should include the

responsibilities identified in the figure found on page 15.

Governance will have the ability to evaluate the value of

IT investments with regard to their contribution to

achieving business objectives.

The CIOO will continue efforts to identify all IT

investments across the enterprise and store this

information in a common repository. This will provide

transparency and allow executives to evaluate how

different investments contribute to business activities.

Continuous evaluation can lead to disinvestment in low-

value assets and free up resources to focus on new

capability development. Regular reviews provide the

opportunity to make adjustments and keep

implementation on track. We will foster a culture that

encourages open dialogue, focusing on priorities and

using performance data to make informed decisions.

With a complete portfolio in hand, the FDIC can begin to

look at how resources can be shifted to focus on new

work. This may require different acquisition strategies,

re-training of staff to gain advanced skills, or recruiting

new staff to fill competency gaps. New planned work will

be integrated into existing enterprise-planning processes

such as budget formulation, annual operations planning,

and performance goal setting.

FDIC leadership is supportive of efforts to ensure that

the implementation of these plans is harmonized and

makes effective use of the FDIC’s resources. Ensuring

that these plans align will result in innovative, resilient IT

capabilities that effectively support the FDIC mission.

Path Forward


Governance

Governance Defined

Governance consists of policies, processes, and guidelines for

identifying, evaluating, prioritizing, and enacting changes that

may be required as the operating environment evolves.

The need for changes may stem from:

The identification of new objectives or requirements;

Evolution in strategy in response to new goals or needs;

Insights gleaned from performance metrics and data; and

Adjustments suggested by lessons learned.

Governance Areas

Governance will generally administer four strategic areas:

Enterprise IT Integration: Ensuring that the IT portfolio

supports business outcomes;

IT Portfolio Oversight: Ensuring that the IT portfolio

achieves IT strategy;

IT Portfolio Performance: Recommending new

investments and evaluating current performance; and

IT Project Performance: Providing guidance,

standards, and tools that improve efficiency.

Governance Process

With each area, governance will generally be

administered through a lifecycle process that asks four

critical questions:

Are we doing the right things? Have the right

investments been made in capabilities that support

specific business outcomes? This will require a complete

accounting of all IT investments and the maturation of

portfolio management capabilities.

Are we doing things the right way? Are initiatives,

projects, and workloads being completed as efficiently

as possible? This will require continuous improvement,

proactive portfolio management, and IT use policies in

order to optimize processes.

Are we achieving quality? Are projects and processes

managed so that requirements are being met and

variances are mitigated? Evaluation will require a focus

on resource management and on monitoring of budget,

schedule, and scope. Evaluation must also consider service

quality, system availability, and customer satisfaction.

Are we getting the benefits we expected? Are investments

generating measurable positive impacts on the FDIC’s

mission. Evaluation must assess the degree to which invested

resources are furthering the FDIC’s regulatory responsibilities.

Data generated and captured at each step of the process

should feed subsequent steps. Data generated and captured

throughout the process should feed into subsequent

iterations of the cycle.

Governance Responsibilities

Responsibilities for developing and implementing IT

governance policies, processes, and guidelines will be

assigned to the CIRC, CIOC, or other IT governance boards as

appropriate. Boards will be responsible for the governance

areas as indicated in the below table.


Appendix A - Glossary

Application Programming Interface (API) A set of routines, protocols, and tools for building software

applications. An API specifies how software components should

interact and APIs are used when programming graphical user

interface (GUI) components. APIs makes it easier to develop a

program by providing the building blocks.

(Source: http://www.webopedia.com/TERM/A/API.html)

Authoritative Data

Officially recognized data that can be certified and provided by

an authoritative source. Authoritative Data Source (ADS) is an

information technology (IT) term system designers use to

identify a system process that ensures the veracity of data

sources when a database is created.

(Source: http://www.IAAO.org)

Cloud Computing Cloud computing is defined by the National Institute of

Standards and Technology (NIST) as “a model for enabling

convenient, on-demand network access to a shared pool of

configurable computing resources (e.g., networks, servers,

storage, applications, and services) that can be rapidly

provisioned and released with minimal management effort or

service provider interaction.

(Source: Federal Cloud Computing Strategy, February 8, 2011)

Cloud First Federal policy intended to accelerate the pace at which the

government will realize the value of cloud computing by

requiring agencies to evaluate safe, secure cloud computing

options before making any new investments.

(Source: Federal Cloud Computing Strategy, February 8, 2011)

Cloud Native A cloud native application is simply an application designed

from its inception to leverage cloud-computing technologies

and run in a cloud environment.

Cloud Service Broker (CSB) In general, CSBs are intended to provide technology that

ensures interoperability of public and private cloud services, as

well as provide common management, governance, and security

services (in some cases). (Source: http://www.infoworld.com/)

Continuous Availability The infrastructure (or the applications running on it) cannot be

interrupted at all. Essentially, there is no allowance for any

outage, either unplanned or planned This availability level is

often referred to as the "Five 9s" or 99.999% availability, which

translates into just over 5 minutes per year of planned or

unplanned outages in total. (Source: http://www.ibm.com/

developerworks/websphere/techjournal)

Customer Relationship Management (CRM) A business strategy that optimizes revenue and profitability

while promoting customer satisfaction and loyalty. CRM

technologies enable strategy, and identify and manage

customer relationships, in person or virtually. CRM software

provides functionality to companies in four segments: sales,

marketing, customer service and digital commerce.

(Source: http://www.gartner.com/it-glossary/customer-

relationship-management-crm)

Data Loss Prevention (DLP) A strategy for making sure that end users do not send sensitive

or critical information outside the corporate network. The term

is also used to describe software products that help a network

administrator control what data end users can transfer. (Source:

http://whatis.techtarget.com/definition/data-loss-prevention-

DLP)

Deposit Insurance Fund (DIF) The primary purposes of the DIF are: (1) to insure the deposits

and protect the depositors of insured banks and (2) to resolve

failed banks. The DIF is funded mainly through quarterly

assessments on insured banks, but also receives interest income

on its securities. The DIF is reduced by loss provisions associated

with failed banks and by FDIC operating expenses.

(Source: https://www.fdic.gov/deposit/insurance/)

Enterprise Architecture (EA) Is a discipline for proactively and holistically leading enterprise

responses to disruptive forces by identifying and analyzing the

execution of change toward desired business vision and

outcomes. (Source: http://www.gartner.com/it-

glossary/enterprise-architecture-ea/)

Enterprise Data Warehouse (EDW) A storage architecture designed to hold data extracted from

transaction systems, operational data stores and external

sources. The warehouse then combines that data in an

aggregate, summary form suitable for enterprise-wide data

analysis and reporting for predefined business needs.

(Source: http://www.gartner.com)

http://whatis.techtarget.com/



Federal Financial Institutions Examination Coun-

cil (FFIEC)

The Federal Financial Institutions Examination Council (FFIEC)

was established on March 10, 1979, pursuant to title X of the

Financial Institutions Regulatory and Interest Rate Control Act of

1978 (FIRA), Public Law 95-630. The Council is a formal inter-

agency body empowered to prescribe uniform principles, stand-

ards, and report forms for the federal examination of financial

institutions by the Board of Governors of the Federal Reserve

System (FRB), the Federal Deposit Insurance Corporation (FDIC),

the National Credit Union Administration (NCUA), the Office of

the Comptroller of the Currency (OCC), and the Consumer Fi-

nancial Protection Bureau (CFPB) and to make recommendations

to promote uniformity in the supervision of financial institutions.

(Source: https://www.ffiec.gov/about.htm)

Federal Information Security Modernization Act

(FISMA)

Updates the federal government's cybersecurity practices by --

codifying Department of Homeland Security (DHS) authority to

administer the implementation of information security policies

for non-national security federal Executive Branch systems, in-

cluding providing technical assistance and deploying technolo-

gies to such systems; amending and clarifying the Office of

Management and Budget's (OMB) oversight authority over fed-

eral agency information security practices; and by requiring

OMB to amend or revise OMB A-130 to "eliminate inefficient

and wasteful reporting."

(Source: https://www.dhs.gov/fisma)

Federal Risk and Authorization Management Pro-

gram (FedRAMP)

A government-wide program established in 2011 to provide a

standardized approach to security assessment, authorization,

and continuous monitoring for cloud products and services.

(Source: https://www.fedramp.gov)

Full-time equivalent (FTE) Equivalent to one employee working full-time

Insured Depository Institution (IDI) Any depository institution whose deposits are insured pursuant

to the Federal Deposit Insurance Act (12 U.S.C. 1811 et seq.),

including a foreign bank having an insured branch.

(Source: CFR-2012-title12-vol5-part330)

Mission Essential Functions (MEFs) A broader set of essential functions that organizations must

continue throughout or resume rapidly after a disruption of nor-

mal activities. MEFs are those functions that enable an organiza-

tion to provide vital services, exercise civil authority, maintain

the safety of the public, and sustain the industrial/economic

base. (Source: Continuity Guidance Circular 2 (CGC 2), FEMA P-

789, October 2013)

Mobile Device Management (MDM) Is the administrative area dealing with deploying, securing,

monitoring, integrating and managing mobile devices, such as

smartphones, tablets and laptops, in the workplace. The intent

of MDM is to optimize the functionality and security of mobile

devices within the enterprise, while simultaneously protecting

the corporate network.

(Source: http://searchmobilecomputing.techtarget.com)

Multi-factor Authentication (MFA)

A security system that requires more than one method of au-

thentication (process of determining whether someone or

something is, in fact, who or what it is declared to be) from in-

dependent categories of credentials to verify the user’s identity

for a login or other transaction.

(Source: http://searchsecurity.techtarget.com/definition)

National Institute of Standards and Technology

(NIST) Cybersecurity Framework Provides a structure that organizations, regulators and custom-

ers can use to create, guide, assess or improve comprehensive

cybersecurity programs. Developed in response to Executive

Order 13636: Improving Critical Infrastructure Cybersecurity,

which called for the development of a voluntary, risk-based Cy-

bersecurity Framework—a set of existing standards, guidelines

and practices to help organizations manage cyber risks.

(Source: https://www.nist.gov)

Personal Identity Verification (PIV) Card Adopted as the standard credential for federal employees and

contractors for access to federal information systems and feder-

ally controlled facilities, as driven by Homeland Security Presi-

dential Directive 12 (HSPD-12).

(Source: https://www.idmanagement.gov)

http://searchmobilecomputing

https://www.idmanagement.gov/


Platform-independent Software that can run on a variety of hardware platforms or

software architectures. Platform-independent software can be

used in many different environments, requiring less planning

and translation across an enterprise. For example, the Java pro-

gramming language was designed to run on multiple types of

hardware and multiple operating systems. If Java platform-

independence becomes a reality, organizations with multiple

types of computers will be able to write a specialized application

once and have it be used by virtually everyone, rather than hav-

ing to write, distribute and maintain multiple versions of the

same program. (Source: http://www.gartner.com/it-

glossary/platform-independent)

Presidential Policy Directive/PPD 40

This directive is the comprehensive national policy on the conti-

nuity of Federal Government programs, capabilities, and opera-

tions.

Security Perimeter The boundary of necessary safeguards placed at the border of a

privately owned network to secure it from intruders.

(Source: http://study.com/academy/lesson)


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